With the “reasonable people can differ” exception that I’m no fan of “Bad Person” (and with the exception within the exception for Dafoe’s exceptional voiceover performance) this is big picture thinking that goes far, far beyond a single company, or even category.
You’re also in big shoes company on this: Peter Drucker famously opined that innovation and marketing were the only two real sources of profit for a company, and I think your “insanely great” quality characterization worships in the same church, if not precisely the same pew.
Did he have a choice. If it walks like a duck and quacks like a doc. Even for a digital guy, hard to ignore the power of creativity. Couldn’t agree more with your creative CEO thesis. If not for David D’Allessandro, John Hancock would never have become the brand that it did.
We have been living in the era of 'CEO's of the shareholders' to wit, the CEO's that separate financial performance from brand performance and (essentially) a vision that creates momentum. Many of them may argue they don't do that, but they do, whether they know it or not. You lay it out clearly what they should be doing. Nowadays, when a leader is saying one thing and doing another, it's visible to everyone ...and the common excuse? "We have a responsibility to our shareholders" ...duh...of course you do! The people who work at the company know that, and, with great leadership and openness they can help fulfill that responsibility for you! All the financial engineering in the world does not make a successful brand, that only makes money, and secure money at that. I have worked with JD in one of his last iterations as a 'CEO of transformation'. He is talented and presents a good message, he even has a personality that cuts through the clutter of corporate speak ...but it ain't enough. This being his third try, he's now a General that has been fighting his last battles over and over again. It's a good example of how corporate culture is entropic from the top down. Thanks for the post.
With the “reasonable people can differ” exception that I’m no fan of “Bad Person” (and with the exception within the exception for Dafoe’s exceptional voiceover performance) this is big picture thinking that goes far, far beyond a single company, or even category.
You’re also in big shoes company on this: Peter Drucker famously opined that innovation and marketing were the only two real sources of profit for a company, and I think your “insanely great” quality characterization worships in the same church, if not precisely the same pew.
Any day I can be in the same sentence as Peter Drucker is a good day. Thank you for reading and thank you for your thoughtful response.
Well said and this still sounds like solid advice - https://www.inc.com/mikael-cho/how-steve-jobs-saved-nike-and-apple-with-one-simple-piece-of-advice.html
Did he have a choice. If it walks like a duck and quacks like a doc. Even for a digital guy, hard to ignore the power of creativity. Couldn’t agree more with your creative CEO thesis. If not for David D’Allessandro, John Hancock would never have become the brand that it did.
Good note on JH.
We have been living in the era of 'CEO's of the shareholders' to wit, the CEO's that separate financial performance from brand performance and (essentially) a vision that creates momentum. Many of them may argue they don't do that, but they do, whether they know it or not. You lay it out clearly what they should be doing. Nowadays, when a leader is saying one thing and doing another, it's visible to everyone ...and the common excuse? "We have a responsibility to our shareholders" ...duh...of course you do! The people who work at the company know that, and, with great leadership and openness they can help fulfill that responsibility for you! All the financial engineering in the world does not make a successful brand, that only makes money, and secure money at that. I have worked with JD in one of his last iterations as a 'CEO of transformation'. He is talented and presents a good message, he even has a personality that cuts through the clutter of corporate speak ...but it ain't enough. This being his third try, he's now a General that has been fighting his last battles over and over again. It's a good example of how corporate culture is entropic from the top down. Thanks for the post.